Driving DevOps with Value Stream Management

Cover
Title Page
Copyright and Credits
Foreword
Contributors
Table of Contents
Preface
Section 1:Value Delivery
Chapter 1: Delivering Customer-Centric Value
	Viewing value from a Lean-oriented perspective
		Competing in a digital economy
		Diving into the many concepts of value
		Viewing value from the context of business assets
		Viewing value from the context of business relationships
		Establishing business relationships as value networks
		Establishing business relationships as value chains
		Defining customer value
	Developing a value proposition
		Aligning business strategies through five questions
		Creating a vision for the organization
		Delivering value
	Creating value
	Taking a Lean-Agile view of value
		Understanding the values and principles of Agile
		Reviewing the fundamentals of Lean Development
		Implementing Lean Software Development practices
		Delivering value through value streams
		Identifying value streams
		Mapping value streams
	Understanding VSM
		Building on the foundations of Lean
		Building on Agile
		Defining VSM concepts and processes
		Learning methods before tools
		Implementing VSM in IT
		Promising VSM growth
	Understanding the role of DevOps in delivering value
		Delivering value in IT
		Automating value across IT
		Collaborating across IT development and ops
		Defining IT value chains and value streams
		Accelerating Agility
	Integrating Lean, Agile, VSM, and DevOps
	Summary
	Questions
	Further reading
Chapter 2: Building On a Lean-Agile Foundation
	Instilling the values and principles of Agile
		Leading Scrum and Lean-Agile methodologies
		Leading the way
	Gaining stakeholder support
	Implementing useful metrics
		Agile quality metrics
		Agile productivity metrics
		Agile project metrics
		Health metrics for Agile teams/Agile performance metrics
		Core Lean and Kanban metrics
		Measuring software quality in Agile
	Improving IT flows through Lean Thinking
	Eliminating waste in software development
	Creating the Lean-Agile foundation
	Accelerating flows across IT value streams
	Summary
	Questions
	Further reading
Chapter 3: Analyzing Complex System Interactions
	Resolving IT complexity through systems thinking
	Analyzing cause and effects in systems
	Calculating potential connections
	Limiting connections
	Learning the vocabulary of systems thinking
	Visualizing the interrelationships of system elements
	Reading a CLD
		CLD model of analyzing Product Backlog priorities
		Open CLD model of Product Backlog refinement activities
		CLD model of design and work clarifications
		CLD model of analyzing work against team capacity
		CLD model of negotiations and trade-off activities
	Summary
	Questions
	Further reading
Chapter 4: Defining Value Stream Management
	Technical requirements
	Implementing Lean concepts
		Implementing information flows
		Defining types of value streams
		Employing VSM
	Identifying value streams
		Establishing value stream boundaries
		Improving business value
		Leading the change
		Mapping the value stream
	Applying VSM methods and tools
	Defining the eight steps of VSM
	Summary
	Questions
	Further reading
Chapter 5: Driving Business Value through a DevOps Pipeline
	Breaking down barriers
		Sharing accountability
	Improving flows with CI/CD pipelines
	Tooling to establish CI/CD pipelines
	Understanding virtualization
		Virtualizing data center resources
		Employing hypervisor software for virtualization
	Using containers for virtualization
		Having it both ways
	Defining CI
		Encouraging frequent testing
	Defining CD
		Automating configuration tasks via code
		Protecting our software assets
	Enabling CI/CD and DevOps pipeline flows
		Improving pipeline flows
		Understanding the full scope of DevOps
		Defining CI/CD and DevOps pipeline boundaries
		Expanding the CI/CD model
		Resolving issues of mismatched velocities
		Scoping DevOps pipeline activities
	Integrating ITSM
		Delivering service value
		Encompassing the four dimensions of ITSM
		Defining ITSM delivery flows
		Delivering ITSM value
	Moving beyond projects and into products
		Funding product teams
	Summary
	Questions
	Further reading
Section 2:VSM Methodology
Chapter 6: Launching theVSM Initiative (VSM Steps 1-3)
	Committing to Lean – VSM Step 1
		Navigating the origins of Lean
		Linking Lean to value delivery
		Improving production flows without compromising flexibility
		Installing the right operating system for VSM
		Managing a VSM initiative
		Starting a VSM initiative
		Sustaining the VSM initiative
		Committing to Lean – tools
		Choosing a value stream – VSM Step 2
		Learning about Lean – VSM Step 3
	Summary
	Questions
	Further reading
Chapter 7: Mapping the Current State(VSM Step 4)
	Evaluating the current state of Lean practices
		Contrasting business process modeling techniques
		Automating business processes
	Getting started with mapping
		Building a value stream mapping icon standard
		Going to see (Gemba)
		Starting our map with the customer in mind
		Preparing to map
	Beginning the map
		Drawing the current state map in eight steps
	Creating an IT value stream map
		Documenting our Gemba walk findings
		Mapping the IT current state value stream
		Mapping the current state – tools
	Summary
	Questions
	Further reading
Chapter 8: IdentifyingLean Metrics (VSM Step 5)
	Defining universal Lean metrics
		Gathering Lean metrics
		Analyzing current value stream map metrics
		Breaking down CTs
		Improving percent complete to accurate (%C/A) metrics
	Assessing Lean performance
	Measuring key software delivery metrics
		Delivery lead time
		Deployment frequency
		Mean time to restore
		Change failure rates
		Adding flow metrics and analytics to VSM
		Going beyond the DORA Four
		Implementing the Flow Framework
		Creating a safe work environment
	Implementing the tools of Lean metrics
	Summary
	Questions
	Further reading
Chapter 9: Mapping the Future State (VSM Step 6)
	Modeling three future state objectives
	Phase 1 – customer demand
		Calculating Takt times
		Establishing pitch
		Understanding production controls
		Managing buffers and safety inventories
		Improving the work environment
		Resolving demand-related problems
		Mapping the customer-demand map
		Future state – customer demand tools
	Phase 2 – continuous flow
		Evaluating the value stream as a complex system
		Applying the concepts of continuous flow
		Evaluating the impediments of flow
		Implementing production control strategies
		Balancing our value stream flows
		Stabilizing work practices
		Changing work layouts
		Displaying standardized work
		Drawing the continuous flow phase map
		Future state – continuous flow tools
	Phase 3 – leveling
		Leveling flows by analogy
		Assessing leveling needs
		Leveling concepts
		Leveling methods
		Drawing the leveling phase map
		Eliminating Agile-based batch processing
		Future state – leveling tools
	Summary
	Questions
	Further reading
Chapter 10: Improving the Lean-Agile Value Delivery Cycle(VSM Steps 7 and 8)
	Combining Lean and Agile practices
	Making continuous Lean-Agile improvements
	Creating Kaizen plans – VSM step seven
		Connecting to a business strategy
		Planning Lean improvements across phases
		Developing Kaizen plans
		Obtaining approvals to proceed
	Implementing Kaizen plans – VSM step eight
		Addressing the issue of change
		Guiding Lean business transformations
		Decomposing Lean improvement work
		Managing VSM initiatives as portfolio-level investments
		Leveraging the tools of Kaizen
	Reviewing the VSM methodology
	Summary
	Questions
	Further reading
Section 3:VSM Tool Vendors and Frameworks
Chapter 11: Identifying VSM Tool Types and Capabilities
	Leveraging VSM tools and platforms
	Enabling VSM tool capabilities
		IT and business alignment
		Actionable and relevant data
		Data-driven, outcome-focused analytics
		Dynamic value stream visualization
		Workflow orchestration
		IT governance
	Highlighting important VSMP/VSM tool capabilities
		Classifying VSMP/VSM tool vendors
		Classifying VSDP tool vendors
		Classifying CCA tool vendors
	Key issues addressed by VSM tools
	VSM tool implementation issues
		Breaking down organizational silos
		Developing knowledge, skills, and resources
		Getting executive buy-in
		Overcoming budget constraints
		Knowing how to get started
		Lacking process maturity
		Maintaining governance and compliance
	Enabling business transformations
		Providing metrics to show business value
		Understanding costs across organizational value streams
		Understanding value stream lead and cycle times
		Managing risks across value streams
		Analyzing patterns and trends
		Accelerating improvements with AI
		Governing the software delivery process
		Managing value streams as continuous flows
		Visualizing value streams
		Improving cross-functional and cross-team collaborations
		Improving value stream efficiencies and handoffs
		Improved quality
		Performing what if analysis
		Reusing templates for better standard work items
		Unifying data and artifacts
		Integrating, automating, and orchestrating value stream activities
		Providing a common data architecture
		Developing and populating key performance indicators
	VSM tool benefits
	Summary
	Questions
	Further reading
Chapter 12: Introducing the Leading VSM Tool Vendors
	Putting modern VSM tools in perspective
	Improving value delivery
	Using VSM beyond CI/CD and DevOps
	Listing the leading VSM tool providers
		Atlassian
		CloudBees
		ConnectALL
		Digital.ai
		GitLab
		HCL Software
		Kovair
		Micro Focus
		Plandek
		Plutora
		Quali
		ServiceNow
		Tasktop
		Apptio/Targetprocess
		ZenHub
	Summary
	Questions
	Suggested reading
Chapter 13: Introducing the VSM-DevOps Practice Leaders
	The VSM Consortium
		Defining VSMC's purpose, mission, and goals
		Building the VSM industry through collaboration
		Delivering customer value through software
		Shepherding the VSM industry
		Offerings in progress
		Findings from the initial VSMC report
	PMI's DA FLEX
		Fitting Lean-Agile practices to support your way of working
	Scaled Agile Framework (SAFe)
		Organizing around value streams
		Aligning ARTs around value
		Competing in a digital economy with SAFe
		Leveraging DevOps to support the digital enterprise
		Making Lean-Agile improvements with SAFe
		Selecting the right SAFe configuration
		Achieving continuous value delivery
		Improving pipeline flows in SAFe
		Mapping the current and future states
		Enabling the CDP with DevOps
		SAFe customer use cases
	Summary
	Questions
	Further reading
Chapter 14: Introducing the Enterprise Lean-VSM Practice Leaders
	Going all-in on Lean
	Introducing LEI
		Training and certification programs
		Articulating VSM concepts
		Implementing the core concepts behind Lean
	Getting started with Lean
		Improving through experimentation
		Reflecting, sharing, and improving
		Defining the principles of Lean
		Applying Lean across the organization
		Implementing Lean to drive business transformations
		Creating a Lean action plan
		Completing the transformation
		Applying LEI's Lean transformation framework
		Co-learning partnerships
		Training and tools from LeanFITT™
		Offerings from LeanFITT™
	Implementing a phase-based approach to Lean improvements
		Phase 1 – Getting people trained and engaged
		Phase 2 – Standardizing the improvement process
		Phase 3 – Energizing the team with active involvement and transparency
		Phase 4 – Making Lean routine and sustainable
		Improving quality with LeanFITT
	Summary
	Questions
	Further reading
		Citing LEI use case studies
Section 4:ApplyingVSM with DevOps
Chapter 15: Defining the Appropriate DevOps Platform Strategy
	Avoiding DevOps implementation pitfalls
	Interviewing the experts
		Interview with Helen Beal
		Interview with Scott Ambler
		Interview with Pramod Malhotra
		Interview with Yaniv Sayers
		Interview with Allan Wagner
		Interview with Joel Kruger
	Deciding on an appropriate DevOps platform strategy
		Building a custom DevOps platform
		Purchasing DaaS
		Employing VSM tools
		Building reusable software factories
	Dealing with corporate implementation mandates
	Dealing with creative versus repeatable pipeline activities
	Addressing the pitfalls of DevOps
		Avoiding the pitfalls of Conway's Law
		Implementing a CALMS framework
		Deciding on the appropriate DevOps platform strategy
		Avoiding mandates
		Avoiding wasted time
		Eliminating silos and increasing cross-functional team collaboration
		Upskilling becomes critical
		Implementing pre-production testing
		Separating DevOps engineering from DevOps as a practice
		Allowing flexibility in DevOps policies and procedures
		Improving velocity with quality
		Building DevOps teams from within
		Automating database builds
		Maintaining incident handling procedures
		Integrating security with DevOps
		Gaining knowledge of DevOps
		Getting fatigued while implementing DevOps
		Coding secrets in source control
	Summary
	Questions
	Further reading
Chapter 16: Transforming Businesses with VSM and DevOps
	Uniting VSM initiatives
		Diverging customer-centric development strategies
		Defining VSM as a modern software tools category
	Using VSM for DevOps improvements
		Implementing the Lean aspects of the VSM roadmap
		Implementing the Agile aspects of the VSM roadmap
		Establishing a business transformation vision
		Implementing tools is not a replacement for people
		Creating a VSM team for DevOps transformations
	Connecting to enterprise VSM initiatives
	Using OKRs to drive business transformations
	Aligning VSM initiatives with strategies and portfolios
	Understanding how VSM initiatives can fail over time
	Expanding the vision for the VSM tool industry
	Summary
	Questions
	Further reading
	Appendix A – VSM Charter
	Appendix B – VSM Storyboard
Assessments
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Index